Promising ideas to be developed through the design and implementation of concrete information-driven business models which facilitate discussion, review and enhancement. Key elements of a strong information-driven business model are:

  • They are based on win-win  approach towards providers of information by offering something in return
  • Realistic opportunities to reach sufficient critical mass
  • Sufficient contribution to the company’s top and bottom line
  • N-sided focus, serving both the provider of information and the companies willing to pay for this information
  • Scalable in line with volume of supply and demand of information
  • Self reinforcing and future proof

The value model contains elements such as the value proposition, customer segments, distribution channels and revenue streams. Typical questions to be addressed are: which customer group(s) should be served, which unique information driven offering should be provided, who do we subsidise and who do we charge, via which channels, resulting in what revenue streams?

Common challenges in the value model are:

  • How to create synergy from a multitude of gaining and distribution channels for customers. Digital channels such as API’s, widgets and apps tend to support two-way traffic
  • Information-based models are often N-sided serving different customer groups. In many cases one customer group is (partially) subsidised, receiving a product or service for free which is charged to another group
  • A challenge for customer relations is how to create a self-reinforcing relationship with customers based on an incentive, such as content, experience, structure or comparison
  • A challenge for revenue is how to generate value as well as substantial income by strengthening current revenue stream(s) or tapping new unrelated revenue streams

The operating model contains elements such as key activities, processes, partners and cost structure. Typical questions that should be addressed are: which types of information are needed and what data, skills, technology, partnerships, and activities are required in order to gain, combine and analyse this information whilst ensuring a win-win relationship with partners?

Common challenges in the operating model are:

  • Identify and realise the right level of ‘information superiority’ in order to execute desired value models
  • Define and realise a value chain from data, skills and technology to operationalise this level of information superiority
  • Define which of the value chain activities are outsourced to partners and which information gaining, crunching and distribution activities need to be done in-house
  • How to get the right capabilities on board to gain, crunch and distribute information in-house
  • How to enhance the current technology base of the firm in order to enable open, distributed and interactive processing of information
  • How to get access to both internal and external data sources needed
  • How to get a cost structure which scales according to revenue development
Overview

Promising ideas to be developed through the design and implementation of concrete information-driven business models which facilitate discussion, review and enhancement. Key elements of a strong information-driven business model are:

  • They are based on win-win  approach towards providers of information by offering something in return
  • Realistic opportunities to reach sufficient critical mass
  • Sufficient contribution to the company’s top and bottom line
  • N-sided focus, serving both the provider of information and the companies willing to pay for this information
  • Scalable in line with volume of supply and demand of information
  • Self reinforcing and future proof
Value model

The value model contains elements such as the value proposition, customer segments, distribution channels and revenue streams. Typical questions to be addressed are: which customer group(s) should be served, which unique information driven offering should be provided, who do we subsidise and who do we charge, via which channels, resulting in what revenue streams?

Common challenges in the value model are:

  • How to create synergy from a multitude of gaining and distribution channels for customers. Digital channels such as API’s, widgets and apps tend to support two-way traffic
  • Information-based models are often N-sided serving different customer groups. In many cases one customer group is (partially) subsidised, receiving a product or service for free which is charged to another group
  • A challenge for customer relations is how to create a self-reinforcing relationship with customers based on an incentive, such as content, experience, structure or comparison
  • A challenge for revenue is how to generate value as well as substantial income by strengthening current revenue stream(s) or tapping new unrelated revenue streams
Operating model

The operating model contains elements such as key activities, processes, partners and cost structure. Typical questions that should be addressed are: which types of information are needed and what data, skills, technology, partnerships, and activities are required in order to gain, combine and analyse this information whilst ensuring a win-win relationship with partners?

Common challenges in the operating model are:

  • Identify and realise the right level of ‘information superiority’ in order to execute desired value models
  • Define and realise a value chain from data, skills and technology to operationalise this level of information superiority
  • Define which of the value chain activities are outsourced to partners and which information gaining, crunching and distribution activities need to be done in-house
  • How to get the right capabilities on board to gain, crunch and distribute information in-house
  • How to enhance the current technology base of the firm in order to enable open, distributed and interactive processing of information
  • How to get access to both internal and external data sources needed
  • How to get a cost structure which scales according to revenue development